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Case study · Skilled nursing & rehabilitation · Tennessee · 2016–2021

Rehab census more than doubled. Survey deficiency-free.

A skilled nursing and rehabilitation facility running a short-term rehab program of 20 to 25 residents, with regulatory exposure that needed the same attention as the census. Over a five-year leadership period the program was rebuilt around Medicare Part A and managed-care admissions, and compliance was run as a daily discipline rather than a pre-survey scramble.

20–25 → 45–55

Short-term rehab average daily census

50+

Monthly admissions, Medicare Part A and managed care

$250k/mo

Added revenue at the higher operating level

0

Deficiencies on the October 2019 annual health survey

The situation

Short-term rehabilitation — the facility’s highest-value line — was running at roughly 20 to 25 residents a day. Referral relationships, admissions capacity and clinical readiness were not organized to take more.

At the same time, operational and regulatory vulnerabilities needed to be identified and closed through the department leaders who would have to own the fixes.

What had to happen

  • Find the operational and regulatory gaps and rank them
  • Turn each into a targeted plan with an accountable department leader
  • Grow short-term rehab across traditional Medicare and managed care
  • Make survey readiness a daily habit, not a season

What was done

Opportunity identification

Operational and regulatory vulnerabilities assessed and prioritized.

Action plans with owners

Targeted improvement plans built, implemented and followed through with departmental leaders.

Rehabilitation growth

Short-term rehab volume expanded across Medicare Part A and managed care — more admissions a month and a higher daily census.

Survey readiness

Ongoing compliance oversight and departmental accountability in front of every annual health inspection.

What changed

A rehab program twice the size, and a clean survey.

Short-term rehab average daily census rose from about 20–25 to 45–55 — roughly 122% at the midpoints — with the program taking more than 50 admissions a month. At the higher operating level that was about $250,000 a month in additional revenue, a run rate of roughly $3 million a year.

The facility recorded a deficiency-free annual health survey in October 2019.

  • Rehab ADC: 20–25 → 45–55
  • More than 50 monthly admissions
  • Payers: Medicare Part A and managed care
  • ~$250,000/month incremental revenue
  • Deficiency-free annual survey, October 2019

About these results

This engagement reflects the individual operating experience of Mainspring’s leadership before the firm was formed; it was not delivered as a Mainspring corporate engagement. Figures are as reported by the leader responsible for the period, and survey results are as recorded by the state survey agency. The community is not named; references are available to serious enquiries.

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info@mainspringhcp.comNew York · Tennessee
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